DataDome Blog

Understanding What Makes a Good Technician

“They really know what they are doing, technically, but they simply have no people skills.”

We would like to have the best of both worlds – good technical skills and good people skills – but a survey of managers quickly concludes it is all too rare we find such an individual. Why?

Though companies base 80% of their hiring decision on the technical skills – education, skills, training and experience – 85% of turnover is due to behavioral incompatibility. That is, we hire people whose technical skills are sufficient, but we fail to identify or analyze the people skills required.

Compounding the problem is that the behavioral style most comfortable for the more technical positions is naturally less comfortable in the “people skills” department. That is, what makes a person enjoy technical work is the desire to look at “things” logically (versus emotionally). If we are logical, we make a decision by first gathering all the facts. Then we study and analyze the data, research, test, check the details, and finally make a decision that is incapable of being incorrect. The most important goal is to be correct, the biggest fear – to be wrong!

Other styles may value beating deadlines at all costs, keeping people happy and motivated, keeping things the same to avoid conflict. But to the more technical people – being correct and accurate takes precedence – it’s only logical.

Most people who view “things” very logically also view “people” the same way. While most Americans fall into the group that views “people” (as well as “things”) emotionally, most technically-oriented view both people and things logically. This influences they way they perceive and communicate with others. Instead of the emotional factors of optimism, warmth, enthusiasm, inspiration and extroversion, they have the logical factors of reflection, facts, incisiveness and
skepticism (matter-of-factness).

“People might talk a good game, but prove it to me; actions speak louder than words. ”

Since they assume that this approach is logical, and therefore correct and appropriate, they are surprised when others describe them as somewhat aloof or cold. They can point to the good relationships they do have, but further examination usually reveals that those relationships are limited to others with their same style – other engineers, scientists, computer enthusiasts, auditors, and quality-control people. They indeed share the common value of a drive to to be logical and accurate – perfection itself. Relationships outside their styles are far more uncommon, and are usually the result of friends of a spouse or relative of different style.

The technician’s lack of ”people skills” can be self-correcting within his/her own natural behavioral style – a style which requires gathering and analyzing data. Once a technically-oriented style becomes aware of a blind spot, he or she can take learning approach. S/he then gathers and analyzes input on behavioral styles different than his/her own to understand how to better communication with and motivate others.

Learning how to identify different styles and how to adjust their styles to better communicate and motivate is the prime directive that will allow technical styles to adapt to others who have different communication preferences.

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Why the Tampa Bay Buccaneers won’t return to the Super Bowl -
As predicted last January, Tampa Bay did not return to the Super Bowl, In fact, they did not even make the playoffs. Tony Dungy’s (C) influence – playing disciplined, error-free, penalty-free football is important for every team. But the Warren Sapps, John Lynches and other Hi DI’s need that emotional boost that the (very low I) Tony couldn’t supply. Enter the (High DI, low C) John Gruden. His Oakland Raiders were the most penalized in football. Described as wild and crazy, the Raiders went to the Super Bowl the year after John left with his basic team and philosophy. He inherited a disciplined team from Tony, he added that emotional element that sparked the fire in the DIs, and they beat the mistake-plagued Raiders easily. But, as predicted, the discipline will wear as Tony’s memory fades. It happened faster than I thought, but look at how the Bucs lost this year – massive mistakes, penalties, lack of discipline.

Update – When Dungy’s Indianapolis Colts finally won a playoff game, dominating the Denver Broncos, he didn’t smile once. Whenever the camera panned him, you couldn’t tell if he was winning or losing! The only emotion he showed was when his team got flagged for lining up off-sides – intolerable for a perfectionist. He grimaced like he was in pain.

It must be a requirement for Indianapolis. Larry Bird was the same way. A few years back, when Reggie Miller drained the game-winning shot against the NY Knicks with time expired, and everyone in the arena was going crazy, Bird looked like he just received bad news, not good. “I ain’t gonna sing” fits Bird’s (low I) well (his only line in a musical commercial).

Steve Spurrier could fire up his college boys, but he had no discipline whatsoever of the pros. Mistakes, penalties, poor attendance at meetings, all plagued the (low C) Redskins.

Maybe they need the Tony’s C – look what he’s done at Indianapolis.

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One way to understand the difference between the ways George Bush Senior and George Bush Junior approached Iraq is through the lens of behavioral style analysis.

Bush Senior’s style toward Iraq was geared to patience and team collaboration. He gave plenty of time for Saddam Hussein to back down and refrained from initiating force except to bring things back to status quo – all signs of a High S.

Bush Junior’s behavioral style was so clearly different. Bush goes to Iraq with no planning, no team collaboration, no details checked out, and ill-prepared to handle the situation. High Ds use force and aggressiveness, and to use pre-emptive force against a questionable threat indicates a very high D. No S (team focus, steadiness), no C (details, procedures, preparedness).

The one person in his administration who might counterbalance these tendencies in Bush Jr.’s style has just resigned.

Same family, different styles.
Different wars, different outcomes.

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Everyday Observations

Let’s do a poll on those timed toothbrushes.

I say the High D’s always finish before the timer and wonder if they didn’t accidentally hit the button a second time. I mean, they’ve brushed twice already.

The High I’s forget what they’ve brushed so far.

The High C’s need more time feeling that they can’t brush well-enough.

The High S’s follow the plan every time.

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Interesting that Katherine Hepburn was not very fond of the acting of Meryl Streep.

But then (High I ) Katherine never saw a (High I) Streep – she only saw the early (low I) movies – the (high C/low I) great accents Sophie’s Choice, Kramer vrs. Kramer, etc. Katherine’s friends suggested if she had seen the later movies of Meryl, she would have probably felt differently.

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From John in Seattle: “If you want a High D low C dog, get a rottweiler.

If you want a High D, Hi C dog, get the German Shepard.

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Ever seen a lower I than Gray Davis? How did he ever get elected?!

Whom could/did he motivate? After all, gray is monotone.

Setting aside the D, just how much difference is there between Clinton’s and Bush’s I’s?

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A behavioral profile is an accurate description of our observable behavior. More precisely, it narrates exactly ”how” we prefer to do things. This includes how we prefer to be talked to, motivated and managed; the environment we prefer to work in; our contributions to any team or organization and our behavioral strengths and weaknesses.

• Problems – How you respond to problems and challenges.
• People – How you influence others to your point of view.
• Pace – How you respond to the pace of the environment.
• Procedures – How you respond to rules and procedures set by others.

DISC Style Profiles Measure How I Do What I Do

• How do I communicate with others?
• How do I go about achieving my goals?
• What type of work environment do I prefer?
• How aware am I of my own style, especially my limitations and blind spots?
• How aware am I of styles different from my own?
• What behaviors do I tend to exhibit under stress?
• How do my preferences affect others around me?

It does not describe intelligence or skills, nor does it describe values or interests.

Why would an organization want to use behavioral profiles?

Benefits include better communication and understanding, reduced conflict, increased productivity, better work teams, and a better working environment for self-motivation.

Though the typical American corporation bases 80% of their hiring on the ”intellectual” aspect of the person – that is, resume, skills, training and experience – 85% of turnover is due to behavioral incompatibility. The person could perform the job, but for some reason, it is not getting done. These startling statistics emphasize the importance of focusing on Behavior Style analysis in today’s corporate climates.

One of the reasons that we like these assessments is that the reports are easy to understand without the aid of an industrial psychologist and they are easy to apply in responsible, ethical ways for the betterment of your workforce and your organization.

Data Dome is a educational provider and support organization for behavioral profiles. Data Dome’s staff is composed of highly trained individuals with expertise ranging from Behavioral Psychology to Survey Development. Unlike other providers of behavioral profiles, your purchase of software is also a purchase of support and service.

For those who need more detail, we offer optional manuals, seminars, and training workshops. We also offer a DISC certification program so that your own trainers, managers and HR authorities can become behavioral syle analysts.

If you manage others in your organization and have purchasing authority for software tools, you may qualify for a free behavioral style profile, so that you can see its validity for yourself. Email us at service (at) datadome (dot) com. We also offer a complimentary needs assessment for decision-makers. Call us at 404-814-0739.

Visit our main website at http://www.datadome.com

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